technology and the paradigm shift of...
TRANSCRIPT
Technology and the Paradigm Shift of Care Impact on the Workforce
Magda Rosenmoller Prof. Health Management, IESE Business School
EIP AHA B3 AA3 Integrated Care Workforce EIT Health Core Partner
Can technology reduce the need for health workers ??
New technologies will make the receptive doctors better at their jobs – quicker, more accurate, and more fact-based. There is a tremendous opportunity in the influx of data that has never before been available. Once we have a large enough dataset, and an addressable database of research studies, we’ll be able to identify patterns and physiological interactions in ways that weren’t possible before.
No brilliant diagnostician with bad manners, a la “Dr. House,” will be needed in direct patient contact. Instead, we’ll use “Dr. Algorithm” to provide the diagnosis, while the most humane humans provide the care.
The Impact of Technology
Kaiser Permanente
• better coordination fewer expensive specialists
• EHR - 25 % reduction in office visits
Geisinger:
• Team & IT 1 GP /2.000 2,5-5.000 population
Bask Health Reform
• 17,000 fewer hospital admissions
• 20% PHC made by telephone (25% self-appointed)
• COPD 32% lower hospitalisation, 81% satisfaction
General
• imaging - exploratory surgery
• stents and angioplasty bypass surgeries
• Laparoscopy demand (gallbladder removal)
Opportunities to transform the HC system ?
Source: Various
Cunningham, R, Health Workforce Needs: Projections Complicated by Practice and Technology Changes
National Health Policy Forum, Issue Brief 851, 22. Oct 2013. George Washington University. DC
Bask Country Reform. IESE Case Study. Barcelona 2016.
+2 HEALTHY LIFE YEARS by 2020 A triple win for Europe
provide input – expertise, best practice
inspiration
B3 Integrated Care Collaborative
iterative, flexible process
collect experience, evidence to support policy-making
scale up innovative solutions synergies
Regions, delivery organisations, patient / carers organisations, academia, industry
Action Area
Change
Management
Action Area
Workforce Development
Action Area
Risk Stratification
Action Area
Care Pathways
Action Area
Patient / User
Empowerment
Action Area
Organisational
Models
Acti
on
Are
a
Fin
ance
/Fu
nd
ing
Act
ion
Are
a
Dis
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inat
ion
Acti
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Are
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ICT
To
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EIP AHA B3 Action Plan
By 2015 Chronic Conditions’ Programmes available at least 10% of target population in at least 50
regions
By 2015 - 2020 Integrated Care Programmes serving older people,
supported by innovative tools and services, in at least
20 regions
SIP
TARGETS
2013 Monitoring impact and outcomes 2015
Toolkit Toolkit Toolkit
Too
lkit
To
olk
it
Toolkit Toolkit Toolkit
Increase the average number of healthy life yrs by 2 in the EU by 2020 Health status and quality of life । Supporting the long term sustainability and efficiency of health and social systems । Enhancing competitiveness of EU industry
Chronic Conditions Integrated Care
Implementation and Scale Up of Chronic Care + Integrated Care Programmes
Map of partnership models for
implementation of Chronic and
Integrated Care Programme
Map of best practice methodologies to
support the implementation of
Chronic and Integrated Care
Map of reusable learning resources
Stratification of the population
Mapping Best Practices in the EU
regions
Map of coaching, education and
support patient/user
empowerment and adherence
B3 Action Group since 2012…
The B3 Action Group (B3) was established to develop as a response for Integrated care to the challenges set by the Strategic Implementation Plan (SIP) of the EIP on AHA:
The overall objective of the B3 is to:
“ Reduce avoidable/unnecessary hospitalisation of older people with chronic conditions, through the effective implementation of integrated care programmes ad chronic disease management models that should ultimately contribute to the improved efficiency of health systems”
B3 Action Group since 2012…
• B3 Co-ordination Group was set up in 2012 to oversee the development and implementation of B3 Action Plan;
• 9 Action Areas were established within the B3 group to deliver tangible deliverables and outcomes;
• A collaborative governance model was adopted;
• 450 participants representing 141 commitments received on behalf of regions, sub-national administrations, delivery organisations, patient/user and carer organisations, academic institutions and industry and member organisations.
B3 Action Group on Integrated Care AA3 Workforce
Good practices related to Workforce Development, Education and Training offer replicable training programmes, and show how a skilled health workforce can answer to the challenges.
B3 Maturity Model
Innovation Management
Removal of Inhibitors
Structure & Governance
Readiness to Change
Population
Approach
Breadth of Ambition
Information & eHealth Services
Standardisation & Simplification
Capacity Building
Evaluation Methods
Finance &
Funding
Citizen Empowerment
B3 Good Practices
• Product of the unique collaborative work of the B3 members to map existing initiatives relevant to the delivery of integrated health and social care.
• The mapping exercise was not meant to select or validate a limited number of practices.
• Over 100 good practices collected throughout 2013-2014 demonstrating that integrated care practices have potential to improve the quality and sustainability of services.
• http://ec.europa.eu/research/innovation-union/pdf/active-healthy-ageing/gp_b3.pdf#view=fit&pagemode=none
EIP AHA Good Practices related
to Workforce Skills (15)
• 89 ParkinsonNET Radboud University Nijmegen Medical Centre
• 101 School of Diabetes – Courses for Health Professionals APDP –
Diabetes Portugal
• 123 FOCUSS Bio-Med Aragón
• 135 OPIMEC – Observatory of Innovative Practices for Complex Chronic
Disease Management Andalusian School of Public Health
• 143 Population Intervention Plans PIP’s Department of Health of the
Basque Country
• 147 PROMIC - Congestive heart failure Department of Health of the
Basque Country
• 155 TELBIL Department of Health of the Basque Country
• 163 Building Capacity and Competency for Staff Using Telehealthcare
Education and Training Strategy Scottish Centre for Telehealth and
Telecare, NHS 24
• 169 Everyone Matters: 2020 Workforce Vision for healthcare in
Scotland Scottish Government – Health and Social Care Directorates
• 189 Supporting an Integrated Telehealth and Telecare Learning
Network NHS 24, Scottish Centre for Telehealth and Telecare
EIT Health is supported by the EIT, a body of the European Union
EIT Health: a powerful alliance for healthy living and active ageing
er | Location | Date
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A strong partnership across Europe
Menno Kok Interim CLC Director Belgium/Netherlands
CLC UK/Ireland
CLC France CLC Spain
CLC Belgium/Netherlands
InnoStars
CLC Germany
CLC Scandinavia
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Integrating innovation, education and entrepreneurship
ACCELERATOR
FACET
Education of pro-
fessionals
‘Go Global’
pro-grammes
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Connecting high potential areas with integrated innovation processes
Support Active
Ageing
Workplace interventions
Overcoming functional
loss
Optimise the physical
working environment
Improve
Healthcare
Improving healthcare
systems
Treating and managing
chronic diseases
Establish holistic care
solutions in home and
clinical settings
Promote Healthy
Living
Enable people to take
charge of their own
health
Lifestyle intervention
Self-management of
health
Examples Business Objectives
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CAMPUS: education of professionals and executives is a key education component
Create sustainable
and innovative workplace
Develop patient-
centred and personalised healthcare
Engage professional citizens for
healthy living and active
ageing
Enable executives to
realise the full potential of innovations
Aim:
citizen-centred active
ageing and well-being
1st EITHealth SummerSchool - July 2015
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European synergies for health
